Oy Swot Consulting Finland Ltd. services

Value is many times created by being able to capture the customer issue and need into a product. This enables multiplying and hence scaling and profitability. Portfolio and Product strategies are the cornerstones of many businesses. This may be the business around mechanical products or software or services.

A vision of something greater and stronger is always at the heart of business mergers. However, the implementation of the merger process is essential for reaching the set targets. In acquisitions we secure a proper planning and execution of the acquisition process. At Swot Consulting we pay special attention to the strategic possibilities and strategic fit of the mergers and acquisitions. Our main goal is to boost and strengthen our customer’s business.

Successful M&A-cases seem to take one to two years and they are well planned. Post Merger Integration (PMI) phase is considered to be the most important phase of the deal. In successful M&A cases integration planning is started early and focused heavily. Company culture differences are the number one surprise for the management. Swot Consulting approach is not entirely ”Master Plan” nor ”Facilitation” type. Instead it is something in the ”middle” i.e. Business driven. Business driven PMI focuses the effort around business benefits in general (e.g. revenue maintenance and enhancement, supply chain management, organisational effectiveness) and industry specific key success factors (e.g. product development, customer service, time to market) rather than on the integration process in and of itself. It is also important not to “kill” acquired company innovative “assets”.

Companies invest significant sums of money to different development projects. However, plans do not count, results do. Program Office (PO) is a service where a company may acquire professional help to run the development program/project. Typical PO mandate includes e.g. following areas: Project objectives set-up and follow-up, resource management, budget follow-up, risk mitigation, project progress follow-up according to set milestones and reporting to Steering Group etc.

Value Creation is based on company’s sustainable competitive advantages in efficiently fulfilling the identified customer needs. There are various measurements for the value creation capability of a company including Shareholder Value and Enterprise Value.

Traditional supply chain management spans into flows of raw material, work in process and finished goods from an end-2-end perspective. Supply chain management involves not only physical material flow but also information and finance flows, which means that the performance of a supply chain can be measured from at least these three dimensions.

Turning plans into action requires extensive work in motivating and pushing the organisation forward. The task is even harder when the company in question is in challenging situation, e.g. low profitability or even years of losses. Typically the implementation of the plans is also under-resourced and the persons in charge have other obligations as well.